Agile 101

Most of the people when hear Agile think Scrum as this is one of the most popular buzz word. But Agile is much more then Scrum. There are variety of methodologies and frameworks. During this meeting, we are going to talk about origins of Agile. We are going to get familiar with number of methodologies and frameworks like Scrum, Lean, XP, FDD, DSDM and Kanban. We are going to talk about pros and cons of each of them. Let's see what is out there and decide which one is best for your project and your team.

Transcript

1. Agile 101 Bartosz Boguszewski November 2017, php CE
2. Agile ability to move with quick easy grace
3. Deming Circle Plan Do Check Act
4. Plan Deming Circle
5. Do Deming Circle
6. Check Deming Circle
7. Act Deming Circle
8. How it works?
9. The Agile Manifesto 2001
10. Individuals and interactions over processes and tools The Agile Manifesto
11. Working software over comprehensive documentation The Agile Manifesto
12. Responding to change over following a plan The Agile Manifesto
13. Customer collaboration over contract negotiation The Agile Manifesto
14. The Twelve Principles
15. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. The Twelve Principles
16. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. The Twelve Principles
17. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. The Twelve Principles
18. Business people and developers must work together daily throughout the project. The Twelve Principles
19. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. The Twelve Principles
20. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. The Twelve Principles
21. Working software is the primary measure of progress. The Twelve Principles
22. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. The Twelve Principles
23. Continuous attention to technical excellence and good design enhances agility. The Twelve Principles
24. Simplicity--the art of maximizing the amount of work not done--is essential. The Twelve Principles (10)
25. The best architectures, requirements, and designs emerge from self- organizing teams. The Twelve Principles
26. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. The Twelve Principles
27. The Agile Mindset There is a difference in “doing” Agile and “being” Agile
28. The Agile Mindset • Value driven development
29. The Agile Mindset • Value driven development • Working in small increments
30. The Agile Mindset • Value driven development • Working in small increments • Fast feedback
31. The Agile Mindset • Value driven development • Working in small increments • Fast feedback • Continues improvement
32. The Agile Mindset • Value driven development • Working in small increments • Fast feedback • Continues improvement • Welcome changes
33. Lean Product Development Agile Framework
34. Lean Core Concepts Lean
35. Lean Core Concepts • Eliminate waste
36. Lean Core Concepts • Eliminate waste • Empower the team
37. Lean Core Concepts • Eliminate waste • Empower the team • Deliver fast
38. Lean Core Concepts • Eliminate waste • Empower the team • Deliver fast • Optimize the whole
39. Lean Core Concepts • Eliminate waste • Empower the team • Deliver fast • Optimize the whole • Build quality in
40. Lean Core Concepts • Eliminate waste • Empower the team • Deliver fast • Optimize the whole • Build quality in • Defer decisions
41. Lean Core Concepts • Eliminate waste • Empower the team • Deliver fast • Optimize the whole • Build quality in • Defer decisions • Amplify learning
42. The Seven Waste of Lean Lean
43. The Seven Waste of Lean • Partially done work
44. The Seven Waste of Lean • Partially done work • Extra process
45. The Seven Waste of Lean • Partially done work • Extra process • Extra features
46. The Seven Waste of Lean • Partially done work • Extra process • Extra features • Task switching
47. The Seven Waste of Lean • Partially done work • Extra process • Extra features • Task switching • Waiting
48. The Seven Waste of Lean • Partially done work • Extra process • Extra features • Task switching • Waiting • Motion
49. The Seven Waste of Lean • Partially done work • Extra process • Extra features • Task switching • Waiting • Motion • Defects
50. Kanban Agile Framework
51. Five Principles of Kanban Kanban
52. Five Principles of Kanban • Visualize the workflow
53. Five Principles of Kanban • Visualize the workflow • Limit Work in Progress
54. Five Principles of Kanban • Visualize the workflow • Limit Work in Progress • Manage Flow
55. Five Principles of Kanban • Visualize the workflow • Limit Work in Progress • Manage Flow • Make process policies explicit
56. Five Principles of Kanban • Visualize the workflow • Limit Work in Progress • Manage Flow • Make process policies explicit • Improve collaboratively
57. Pull System Kanban
58. Extreme Programming Agile Framework
59. XP Core Values Extreme Programming
60. XP Core Values • Simplicity
61. XP Core Values • Simplicity • Communication
62. XP Core Values • Simplicity • Communication • Feedback
63. XP Core Values • Simplicity • Communication • Feedback
64. XP Core Values • Simplicity • Communication • Feedback • Courage
65. XP Core Values • Simplicity • Communication • Feedback • Courage • Respect
66. XP Core Practice • Whole Team • Planning Games • Small Releases • Customer Tests • Collective Code Ownership • Code Standards • Sustainable Peace • Metaphors • Continuous Integration • Test-Driven Development • Refactoring • Simple Design • Pair Programming
67. XP Team Roles Extreme Programming
68. Coach is the guardian of the process XP Team Roles / Coach
69. Customer is the business representative XP Team Roles / Customer
70. Customer confirms that the product is working as intended XP Team Roles / Customer
71. Testers & Programmers XP Team Roles
72. XP Life Cycle
73. XP everyday
74. Feature Driven Development Agile Framework
75. FDD Life Cycle
76. Roles FDD
77. A chief programmer is someone more productive than others FDD / Chief Programmer
78. Class Owner is responsible for the design and implementation of feature FDD / Class Owner
79. Feature Teams FDD
80. Feature Teams
81. Feature Teams
82. Feature Teams
83. Feature Teams
84. Dynamic System Development Method Agile Framework
85. DSDM Process
86. DSDM Roles • Executive Sponsor • Visionary • Ambassador User • Advisor User • Project Manager • Technical Coordinator • Team Leader • Solution Developer • Solution Tester • Facilitator • Specialist Roles
87. Scrum Agile Framework
88. Transparency Inspection Adaptation Three pillars of Scrum
89. Scrum Team
90. The Product Owner is one person who represents needs of all involved stakeholders The Scrum Team / The Product Owner
91. The Product Owner is responsible for maximizing the value of the final product The Scrum Team / The Product Owner
92. The Development Team is cross-functional The Scrum Team / The Development Team
93. The Development Team is self-organising The Scrum Team / The Development Team
94. There are no sub teams and titles in The Development Team The Scrum Team / The Development Team
95. The Development Team is accountable as a whole The Scrum Team / The Development Team
96. The Scrum Master is a servant- leader for the Scrum Team The Scrum Team / The Scrum Master
97. The Scrum Master is the guardian of the Scrum rules with in the Scrum Team and the organisation The Scrum Team / The Scrum Master
98. Scrum Framework
99. Scrum Framework
100. For each Sprint a Sprint Goal should be defined. Scrum
101. Scrum of Scrum
103. Be Agile and do Agile but only if it is the best for your team and your project
104. Thank you Please help me improve. I’m looking for your feedback.